Findings from the 2013 Mercer Global Performance Management Survey report that performance management initiatives could and should be more effective. Only 3% of the 1,050 survey participants from 53 countries say their performance management program provides exceptional value. Ouch. The biggest problem: only 6% of managers are highly skilled at having candid performance conversations. One in three organizations said the ability of managers and employees to engage in performance conversations is key and has the greatest impact on company performance.
Performance Management Blog
Anchoring your performance feedback alongside your organization's core competencies is a beautiful thing. Let me explain and provide some resources and tools on this topic.
If you work at Rockland Trust, a Massachusetts-based 120 year old bank with about 2,000 employees in 77+ locations everyone can tell you, “We’re a place where each relationship matters”. From the interview, onboarding, coaching, training, rewards and recognition everyone knows Rockland Trust is a place where all relationships matter. Case in Point: Bob, a Loan Officer, was great with clients: professional and respectful. Yet when it came to Bob’s tone and approach with the back office staff he showed impatience, frustration, raised his voice and generally treated colleagues poorly.
Here’s how the conversation between Bob and his manager played out:
Manager: “Bob, this is awkward to bring up but I wanted to talk to you about your behavior with the back office team. And before I say much more I want to point out that the behavior I’ve seen and heard about isn’t in line with our “Where each relationship matters” value.
“I need for you to put just as much effort into building positive, productive and professional relationships with your colleagues much the same way as you’ve done with your customers”.
Bob: “I was wondering if you were going to say something about that”.
Michael Shipman, VP, Talent and Organizational Development for Rockland Trust said, “The overarching value of “Where each relationship matters” is so well known that Bob’s response wasn’t surprising. Why? Because Bob knew his actions weren’t aligned with the bank’s values. The intent of an organization’s value statement and competencies are intended to communicate “this is the type of place we are and here’s what we expect.” Whether those things are really expected and enforced is hit or miss. Bob’s response says he knew the expectation but was testing whether he was going to be held accountable.
When someone in your organization is conducting himself or herself in a way that is behaviroally disruptive chances are that a number of your core competencies are being violated. This can be powerful stuff when it comes to justifying and providing performance feedback.
When is bad behavior ever ok?
Most of what HR professionals (this included me) have taught our leaders about giving performance feedback and addressing performance issues is flat out wrong.
Topics: difficult conversations, do's and dont's of performance management, performance feedback training, performance feedback, performance management training, do's and don't of performance feedback